销售培训--目标解释销售PPT课件.ppt

WelcometoTargetAccountSelling 2020年3月18日星期三 可编辑 ProgramObjectives Developingandtestingacomprehensiveplanforyoursalesopportunity Enablingyoutocommunicatemoreeffectivelywithyourteam Shiftingyoursalesfocusfromtacticaltostrategic Helpyouwinby Focusingontherightissueswiththerightpeopleattherighttime 可编辑 ProgramMap OpportunityAssessment Strategy Politics Alignment Planning Testing Implementation ProgramModules AssesstheOpportunity SettheCompetitiveStrategy IdentifytheKeyPlayers DefinetheRelationshipStrategy TurnIdeasIntoActions TestandImprovethePlan ImplementtheProcess TargetAccountSellingProcess 1 2 3 4 5 6 7 可编辑 SalesReturnonInvestment Level1 Level2 Level3 Productivity Time Tactical Strategic Competitive Timeand 可编辑 Versatility Level1 Level2 Level3 Focus Orientation Repertoire Finance Relationships Event Product Service Technology Price Operations 可编辑 Development Status Mode Politics Resources Performance Considered Reactive Aware PrematureorExcessive Inconsistent Level1 Level2 Level3 可编辑 NotinControl Sales Personal Controlisprovidingbusinessvalueforthecustomerwhileforcingthecompetitiontooperateinreactmode Itisdifficulttocontrolexternaleventsunlessyouareincontrol UnreturnedphonecallsNoaccesstoinformationCriteriaslantedCriteriaconstantlychangesDelaysBudgetgoesawayQuestioningbycustomersprobingyourweaknesses PlayerschangeMeetingscancelledMeetingsdelegatedPreoccupiedwithpriceNoinsidesupportNotknowingyou rewinning Always5minuteslateToomanyhoursToomuchtelephonetimeContinualcrisisNothavingfun 可编辑 PurposeProvideyouwithastructured repeatablemethodologyforanalyzingasalesopportunityBenefitsQualifyopportunitiesfasterandmoreeffectivelybyanalyzingthemfromthemostcriticalcustomer businessandcompetitiveperspectivesInvesttime energyandresourcesontheopportunitiesyouaremostlikelytowinCommunicatethekeyissuesmoreeffectivelyusingacommonlanguageOutputComprehensiveassessmentofyourcurrentsalesopportunity OpportunityAssessment AssesstheOpportunity SettheCompetitiveStrategy IdentifytheKeyPlayers DefinetheRelationshipStrategy TurnIdeasIntoActions TestandImprovethePlan ImplementtheProcess 1 2 3 4 5 6 7 Page2 7 可编辑 Introduction Page2 8 Current goodwinrate Potential Z 1 Z 0A CCompromisedX YLostZ 1 X Y Z 可编辑 FourKeyQuestions The4PrinciplesofSelling Isthereanopportunity Canwecompete Canwewin Isitworthwinning Page2 9 可编辑 IsThereAnOpportunity Page2 10 1Customer sApplicationorProject Whatarethecustomer srequirements Whatarethecustomer skeyissuesandobjectivesfortheproject Whoinitiatedtheproject Who llbeworkingontheproject Howdoesthisprojectfitintothecustomer sbusinessstrategy 2Customer sBusinessProfile 3Customer sFinancialCondition 4AccesstoFunds Whatarethecustomer sproductsandservices Whataretheirkeymarkets Whoaretheirkeycustomersandcompetitors Whatisdrivingthecustomer sbusinessinternallyandexternally Whataretheirrevenueandprofittrends Howdotheirfinancialscomparetosimilarcompanies Whatistheirfinancialoutlook Whatarethecustomer skeyperformancemetrics Whatisthebudgetforthisproject Whatisthecustomer sbudgetingprocess Whatisthepriorityofthisprojectcomparedtoothers Whatarethecustomer salternativeusesofcapital 可编辑 5 CompellingEvent Whydoesthecustomerhavetoact Whatisthedeadlineforthecustomertomakeadecision Whataretheconsequencesifthisprojectisdelayed Whatisthepaybackforthecustomeriftheprojectiscompletedontime Whatwillbethemeasurableimpactonthecustomer sbusiness BusinessInitiatives BusinessDrivers BusinessProfile Page2 11 CompellingEvent 可编辑 CanWeCompete 6FormalDecisionCriteria 7SolutionFit 8SalesResourceRequirements 9CurrentRelationship Whatarethecustomer sdecisioncriteria Whatistheformaldecisionprocess Whichdecisioncriteriaaremostimportant Why Whoformulatedthedecisioncriteria Page2 12 Howwelldoesoursolutionsolvethecustomer sproblem Whatdoesthecustomerthink Whatmodificationsorenhancementswillberequired Whatexternalresourcesdoweneedtomeetthecustomer srequirements Howmuchtimewillthesalesteamneedtoinvestonthisopportunity Whatadditionalinternalorexternalresourceswillyouneedtowinthisopportunity Whatistheprojectedcostofsales Whatistheopportunitycost Whatisthestatusofyourrelationshipwiththecustomer Whatisthestatusofeachcompetitor srelationshipwiththecustomer Whoserelationshipprovidescompetitiveadvantageforthisopportunity Howdoyouandeachofyourcompetitorscomparetothecustomer sviewoftheidealrelationship 可编辑 10 UniqueBusinessValue Whatisthespecificormeasurablebusinessresultthatwewilldeliver Howdoesthecustomerdefinevalue Howwilltheymeasureit Howhavewequantifiedthisvalueinthecustomer sterms Hasthecustomerconfirmedtheirunderstandingofthevaluewewilldeliver Howdoesthisvaluedifferentiateusfromourcompetitors BusinessProfile BusinessDrivers BusinessInitiatives Capabilities Solution Differen tiation Page2 13 CompellingEvents UniqueBusinessValue 可编辑 Answerthequestions What stheissue Howisitaffectingthecustomer Whataretheconsequencesorpayback Howcanyouhelp DevelopingYourValueProposition Page1 9 可编辑 Increase Costs Consequences Value Benefits Costs Risks Consequences Page3 9 RevenueMarketshareCustomersatisfactionInventoryturnsLoadfactorShareholdervalueCustomerbase OrderfulfillmenttimeExpensesRejects returnsWasteAdministrativecostsNumberofdayssupply ofinventory TimetocloseanorderCycletime Decrease EvaluationprocessPurchasepriceOrderprocessingExpeditingcostsCorrectingmistakes AcquisitionCosts Set upandinstallationTaxesandinsuranceAdministrativecostsFinancecharges PossessionCosts TrainingSupportMaintenanceDepreciationDisposalInterfacetoothersystems UsageCosts AffectexistingbusinessesAwakentheircompetitionModificationstoexistingprocesses OpportunityCosts Risks Consequences 可编辑 ValuePropositionTemplates Youwillbeableto resultingin byimplementingour Wedeliveredsimilarresultsat whichresultedin Bychangingfrom to youwillaffect whichmeans Wewilltrackthevaluedeliveredby andreportitbacktoyou Wecanhelpyouaddress byinstalling whichwillresultin Wewillensureyourreturnoninvestmentby businessinitiative specificormeasurableoutcome solution similarsituationorcustomer pastvaluedelivered currentsituation oursolution businessdriver specificormeasurableoutcome valuetrackingsystem frequency time compellingevent solution specificormeasurableoutcome sharedrisk rewardstrategy Page1 10 可编辑 SampleValuePropositions Youwillbeabletoreducethenumberofrepeatcustomerservicecallsby15 resultinginanestimatedmonthlysavingsof 3 4MbyimplementingourSiebelCallCenterApplication WedeliveredsimilarresultsatUnitedTelecom whichachieveda25 improvementinfirstcontactcallresolution BychangingfromapatchworkofhomegrownsolutionstoSiebel seBusinesssuite youwillreduceyourtotalcostofownershipby 100M whichrepresentsa40 increaseinEarningsPerShare Wewillestablishametricsscorecardtoassistyouinevaluatingprogramperformanceandreportitbacktoyouatsixmonthintervals businessinitiative measurableoutcome solution similarcustomer measurableresults currentsituation solution measurableoutcome measurableoutcome valuetrackingsystem frequency time Page3 13a 可编辑 CanWeWin 11InsideSupport 12ExecutiveCredibility 13CulturalCompatibility 14InformalDecisionCriteria 15PoliticalAlignment Whointhecustomer sorganizationwantsustowin Whathavetheydonetoindicatetheirsupport Aretheywillingandabletoactonyourbehalf Dotheyhavecredibilitywithintheirownorganization Page2 8 Whichexecutive s willaffectorbeaffectedbythisdecision Howhaveyouestablishedtrustandcredibilitywiththem Howwillyougainaccesstothoseexecutives Whatisyourplantogainreturnaccesstothem Whatisthecustomer sculture Howdoesthiscomparewithourcompany Whatisthecustomer sphilosophytowardsvendorsandsuppliers Canweadjustoradapt Dowewantto Howwillthedecisionreallybemade Whatintangible subjectivefactorscouldaffectthisdecision Whataretheunstatedissues Whoseprivateopinionsdoweknow Whichonescount Whoarethemostpowerfulpeopleinvolvedinthisdecision Dotheywantustowin Why Aretheyabletoinfluenceorchangethedecisioncriteria Cantheycreateasenseofurgency Howhavetheydemonstratedthisinthepast 可编辑 IsItWorthWinning 16Short TermRevenue 17FutureRevenue 18Profitability 19DegreeofRisk 20StrategicValue Whatistheorderamount Doesitexceedourthreshold Whenwillitclose Isitwithinourtimeframe days Whatisthepotentialforfuturebusinesswithinthenextyear Withinthenextthreeyears Doesitexceedourthresholds Howisthisprojectorapplicationlinkedtofuturerevenue Howwillyouensurecustomerpromisesbecomecommitments Whatistheprojectedprofitonthissalesopportunity Doesitexceedourprofitthreshold Whatimpactwilldiscountshaveonprofitability Howcanweimprovetheprofitabilityonthisopportunity Howcouldwecauseoursolutiontofail Whatarethecriticaldependenciesindeliveringvaluetothecustomer Howcouldthecustomercauseoursolutiontofail Whatistheimpactonourbusinessifthesolutionfails Whatisthevalueofthisopportunitytousbeyondtherevenue Howdoesthisopportunityfitinourbusinessplan Howcanweleveragethisopportunityintorevenuefromothercompaniesormarkets Howwillthisopportunityhelpusimproveourproductorservice Page2 9 可编辑 OpportunityAssessment Page2 10 可编辑 IndividualExercise CurrentOpportunity 7 12 XX DATE COMPETITORS OURCO X Sys FINISHBY Page2 10a 可编辑 OpportunityAssessment Page2 10 可编辑 BusinessPartners ProvidingyouwithaccesstonewmarketsorcustomersLeveragingexistingrelationshipswithkeyplayersinyourcustomer sorganizationProvidingnewlevelsofexpertiseinspecificindustrysegmentsExpandingyourabilitytodelivera wholeproduct orcompletesolutionReducingtherisksassociatedwiththeimplementationofcomplexsolutions BusinessPartnerscanhelpyouadvanceyoursalescampaignby Page1 20 可编辑 ThePartner sRoleinYourValueChain Solutions Marketing Sales Implementa tion Post SalesServiceandSupport Solutions Marketing Sales Implementation Post Sales Whatsolutionsareavailablefromyourbusinesspartnerthatcouldenhanceyourabilitytocompete Whatcompetitorsdoesthispartnerworkwith Whatmarketshareobjectivesdoesyourpartnerhaveforthismarketorindustrysegment Whatspecificresourceshavetheydedicatedtothismarketsegment Howeffectiveisthebusinesspartner ssalespersonorsalesteamassociatedwithyourjointbusiness Hasthepartnerassignedtheappropriateresources Isthereanagreed toengagementprocess Howareyourpartner simplementationservicesstructured Whatspecificimplementationservicescanbeappliedtoyourjointbusiness Whatservicesareavailabletosupporttheimplementationonalong termbasis Howdoyourcompany sofferingscomplementthoseofyourbusinesspartners Page1 21 可编辑 PartnerAssessmentWorksheet Page1 22 可编辑 TeamActivity AnalyzeYourBusinessPartners FINISHBY IntegratebusinesspartnersintotheOpportunityAssessmentprocess Usetheworksheetonthepreviouspage Page1 23 Purpose 可编辑 PurposeProvideyouwithaframeworkfordevelopingawinningstrategyBenefitsAlignyoursalesobjectiveswiththecustomer sbusinessobjectivessoyoucancommunicateyouruniquebusinessvalueSelectacompetitivesalesstrategythatenablesyoutoclosethesalesopportunityOutputAnalysisofyourpositionforthisopportunityCompetitivestrategytowinyoursalesopportunity Strategy AssesstheOpportunity SettheCompetitiveStrategy IdentifytheKeyPlayers DefinetheRelationshipStrategy TurnIdeasIntoActions TestandImprovethePlan ImplementtheProcess 1 2 3 4 5 6 7 Page3 27 可编辑 TASPlanningMethodology Page2 28 DescribesthegeneralapproachTheroutetotheobjective ConnectedtothestrategyIndividual style dependentFlexible dynamic TiedtotheactionsIdentifiesthespecificpeople programsandmoneyrequired Long rangeVisionaryDefinesourrelationship Specific products services Measurable orderamount Time bound closedate EnsuresthatyourplanisrealisticShouldsupportyourcustomer sbusinessplan oal trategy ctions S A esources R bjective O est T G Wherearewegoing Howwillweachievetheobjective Whatspecificactionswillweimplement Whatresourcesarerequired Whatspecificactionswillweimplement Doesourplancreatevalueforthecustomer 可编辑 Goal Objective Strategy Customer SalesTeam Becometheindustryleaderincustomerservice Improveinitialcallresponsetoaverageoflessthan2minutesImproveproblemresolutiontolessthan4hoursDecreasecustomerdefectionrateto1 5 Achieveapaybackwithin18monthsonourinvestmentof 5Minnewtechnology InstallanintegratedcustomermanagementsystemthatfunctionsthesamethroughouttheworldbyOctober15 BecomeNationalManufacturing strustedadviserontheapplicationoftechnologytocustomerservice Securea 3Mcommitmentforacustomerservicesolutionthatincludes X 100System 500K Customsoftware 1 2M Projectmanagementservices 1 3M nolaterthanMarch31 Shiftthedecisioncriteriafromproducttechnologytoapplicationexpertiseandworldwidesupport Example Page3 29 可编辑 TheArtofWar SunTzu Knowyourself knowyourenemy andyouneednotfearonehundredbattles Knowonlyyourselfandnotyourenemy andforeveryvictorygainedyoushallsustaindefeat Knowneitheryourselfnoryourenemy andyoushallsuccumbineverybattle Yourstrengthwilleventuallybecomeyourweakness Thekeytovictoryisnotindefeatingtheenemy butindefeatingtheenemy sstrategy thereinliestheirvulnerability OriginofStrategy Page3 5 可编辑 Develop Flanking Defend Fragment Frontal CompetitiveStrategies Page3 6 NoCompellingEventORNoUBV CompellingEventexists oryoucancreateoneANDYouhaveUBV Position Attack 可编辑 FrontalStrategy Definition Afrontalstrategyisadirectapproachbasedonthecustomer sperceptionofyouroverwhelmingsuperiorityinsolution priceorreputation Guidelines Caveats Variations Page3 7 3 1advantageRequiressize speedorsurpriseResourceintensive 8 Blatant obviousMostoftenusedandeasilydefeatedstrategy Features price performanceProprietarytechnologyWholeproduct Relationship ExperiencePrestigeComfort Security Solution Reputation 可编辑 AltertheRules FlankingStrategy Definition Aflankingstrategyshiftsthefocusofthecustomer sbuyingcriteriatonewordifferentissuesthatfavoryoursolution Guidelines Caveats Variations Page3 8 Don tplaybytheirrulesMusthaveexecutivesupportMakeyourmovelastDon topenthe playingfield A BChangeorre prioritizethecriteriaMovethegoalpost A A 1ExpandthescopeofthedecisionAddnewcriteria AcknowledgeandExpand AltertheRules 可编辑 FragmentStrategy Definition Afragmentstrategydividestheopportunityintosmallerpiecesandfocusesthecustomeronasubsetoftheissuesthatyoucanaddress Guidelines Caveats Variations Page3 9 MusthaveUBVonlyyoucandeliver 10 Requiresinsidesupport 11 Pickthecorrectbaseforthefuture 17 Monitorthecostofsales 18 Department Location FunctionFootinthedoorBeachhead CompatibilitywithcurrentenvironmentExtendcapacityEnhancecustomer sinvestment 1 1 3 Niche PeacefulCoexistence 可编辑 DefendStrategy Definition Adefendstrategyprotectsyourpositionfromtheinevitableassaultfromyourcompetitors Guidelines Caveats Variations Page3 10 Expandyourrelationshipstoahigherlevel 12 Supportyourallies 11 Articulateyourcredibility 12 andbusinessvalue 10 Bewareofself isolationKeepyoureyeonyourcompetitors Insulate Isolate Improveyourrelationships 9 Supportyourallies 11 Extendyourpresence ContainthecompetitionCreatetangents diversionsDilutethecompetitor sefforts 可编辑 DevelopStrategy Definition Adevelopstrategyestablishesapositionforapossiblefutureengagement Guidelines Caveats Variations Page3 11 Nocompellingevent 5 ORNotinapositiontocompeteEstablishpresenceforthefutureContinuetocollectprofiledata 1 20 Focusonexecutivecredibility 12 QualifyyourROI 18 Nocompellingevent 5 Establishapresence listenandwaitInvestmentmarketing Notinapositiontocompete 7 Attractivefuturealternative 10 Requiresinsidesupport 11 Invest Delay 可编辑 Onceyouhaveinitiatedyourstrategy itshouldremainfixed unlessthereisamajorshiftintheprofileinformation StrategyGuidelines Page3 12 Frontal Develop 可编辑 Summary Start Doyouhavea3 1advantage Canyouchangeorexpandthebuyingcriteria Canyoufindaprofitablesubsetoftheopportunitythatyoucanwin Doyouhaveapositionintheaccountthatyoumustprotect Istherefuturerevenue 17 orstrategicvalue 20 Disengage N N N Y Y Y Y Y Y N N Frontal SolutionReputation Flanking A BA A 1 Fragment NicheCoexistence Defend InsulateIsolate Develop InvestDelay Isthereacompellingevent 5 orcanyoucreateone Canyoucompete 6 10 Y N Page3 13 可编辑 PurposeProvideyouwithaframeworkforanalyzingthecustomer sorganizationBenefitsShortenyoursalescyclebyspendingtimewiththerightpeoplediscussingtherightissuesUnderstandthecustomer spoliticssothatyouavoidsurprisesinthesalescampaignBroadenyourviewofthecustomer sorganizationsothatyoucanexpandyourpresenceOutputOrganizationmapofthecustomer sformalandinformalorganization Politics AssesstheOpportunity SettheCompetitiveStrategy IdentifytheKeyPlayers DefinetheRelationshipStrategy TurnIdeasIntoActions TestandImprovethePlan ImplementtheProcess 1 2 3 4 5 6 7 Page4 39 可编辑 Principles Introduction OrganizationalStructure formal Youcandenythelegitimacyofpolitics butyoucannotdenyitsexistence Nooneissayingthatyouhavetoplaythegame butagameisbeingplayedwhetheryoulikeitornot PoliticalStructure dejure exofficio apparent necessary Page4 40 informal defacto subtle reality 可编辑 MappingtheOrganization SeniorVP DirectorofSalesandMarketing DirectorofInformationServices R DManager Mfg Manager SystemsManager OperationsManager SalesManager ProductMarketingManager Page4 41 Step 1 MicroViewFormalStructure BuyingRoleAdaptabilitytoChangeYourCoverageYourStatus SeniorVP DirectorofEngineering DirectorofEngineering R DManager Mfg Manager SystemsManager ProductMarketingManager 可编辑 FormalRolesintheBuyingProcess User Evaluator Decision Maker Approver U E D A Page4 42 Sponsor S 可编辑 SeniorVP DirectorofSalesandMarketing DirectorofEngineering DirectorofInformationServices R DManager Mfg Manager SystemsManager OperationsManager SalesManager ProductMarketingManager MappingBuyingRoles A D E EU EU E Page4 43 可编辑 AdaptabilitytoChange Innovators Visionaries Pragmatists Conservatives Laggards OriginallydevelopedbyEverettRogers UniversityofIowaandrecentlyupdatedbyGeoffreyMoore InsidetheTornado The TechnologyAdoptionLifeCycle modelisusedwithMr Moore spermission Page4 44 可编辑 WhatTheyBuy WhatYouShouldSell AdaptabilitytoChange WhatTheyWant TrialsTests Industrystandardsatlowpricewithnorisk Stateoftheart RevolutionRecognition Enhancementorextensionofexistingsystems Investmentprotection Innovators Visionaries Pragmatists Conservatives Laggards Customizedsolution Totalsolutions Statusquo Nottobeleftbehind EvolutionSolveproblems ProductexcellenceInnovation F